In today’s competitive employee market where talent is at a premium and at a risk for any organisation, it is imperative that any new talent/new employee is engaged with the organization right from the beginning of the employment. It takes a structured effort to connect with the new employee at the onset of the employment as the defining moments of truth for the employee happens in the first six months of the employment.
Various research data and organisation survey reports have repeatedly indicated that the new employee is constantly validating his choice of the organisation and decision to join the company during this period. As much as the organisation tests the new employee’s skills, competencies and evaluates his delivery/output, the new employee also evaluates the “correctness” of his decision during this period. The new employee keenly observes the organisation practices, tests his ‘fitment’ into the culture of the organisation and most importantly evaluates the scope of the job that he has been hired for.
The fast paced employment market and a war for talent only makes it even more challenging for any organisation to ring fence the new employee with the right potential, output and attitude as every other organisation is vying for such a talent! In fact, various attrition dashboards of many organisations reflect that the new employee is always at a risk of attriting within the first 3-6 months. Even for employees who decide to leave the organisation within 12 months of employment, if keenly observed the insights would reveal that the seeds of disengagement/dissonance with the organisation may have been sown as early as 3 months of the employment. This dissonance may be attributed to any of the following reasons:
# Dissatisfaction with the role
# Difference of “culture” and “values” as practiced in the organisation
# Mis- match in the scope of contract vis a vis actual offering
# Basic expectation not being met or having to struggle to get around the organization
# Discomfort with the reporting manager
# other miscellaneous reasons
As an HR Manager, it is a critical ask that new employees are connected with at regular interventions. HR plays a critical role in helping businesses and organisations to ring fence the new employees and make them ‘organisation ready’ with least gestation period from the joining. The business may expect the respective HR person/ HR manager of the following hand holding interventions:
# Check periodically about the new employee’s comfort with the organisation
# Trigger any early signs of disengagement
# On Boarding inventories, induction programs, necessary joining formalities are smoothly executed
# Processes fostering meeting as many people and being present in as many forums as possible to understand the organisation
# Clarify early doubts and apprehensions in terms of role, structure, reporting relationships, stake holders
# Help identify the prevailing culture of the organisation and be aware of the Dos and Dont’s for better acceptance
# Regular connect programs to sense and collate ‘new employees’ insight
# Informal mechanism to gauge ‘First Impressions’ of the organisation
HR can play a significant role in designing an effective New -Employee Engagement Intervention that can truly impact the business managers and their output along with helping organisations curb the new employee attrition. A two way feedback mechanism between the new employee and the organisation may be a good genesis on which such an intervention may be designed.
Often organisations with repute recognize the challenges of talent acquisition thus valuing the new recruit take adequate measures to invest in a robust New Employee Engagement Program. It can be a very impacting initiative if it forms a critical part of the overall HR Role in the organisation.